i Praise for Change Management Masterclass “This book covers the complex subject of change management in a highly readable way. It provides an invaluable resource for managers or MBA students wanting to learn how to manage change successfully.” Dr Tim Hughes, Bristol Business School “A thoroughly practical and straightforward change management handbook, full of useful ideas and handy tips.” Chris Bones, Principal, Henley Management College “An excellent practical read. It consolidated my existing learning, and at the same time introduced me to some new and useful models, which I shall use.” Anjali Arya MBA, Organizational Development Consultant “Change Management Masterclass provides a structured way to navigate through the complex subject of change management. Students and operational managers alike should benefit from this useful book, that combines relevant theory, experience and best practice.” Philip Lawrence MBA, Programmes Manager, Alcatel Lucent “This brings together everything on change management I can ever remember reading or studying into a very structured and logical framework, and presents a clearly balanced view of academic models and commercial insight, drawing from organization examples and management experience.
I would see this book being valuable to students or senior business leaders either as a framework to read completely for a comprehensive learning of the subject, or as a reference guide by using selected elements of the ‘task and process framework’ from which you could build specific knowledge and ideas.” Deborah Bateman MBA, Manager, Business Support & Development, Halifax “Change Management Masterclass is an excellent guide for both managers and students to learn how to manage change better within their organizations. The well-organized structure and case study approach makes the subject very accessible to the reader. I have really enjoyed reading this book and would highly recommend it.” Maria Jesus Fernandez-Gutierrez, Enterprise Core Voice Proposition Manager, Vodafone UK “It illustrates clearly that there isn’t just one answer or approach to managing change successfully. The key message from this book for senior managers of large organizations is the importance of developing strong and adaptable leadership capabilities to support and align every phase of the change process.” Pascoe Sawyers, Director, Leadership Academy, Improvement & Development Agency ii “This book provides a comprehensive coverage for those studying change and those engaged in it.
It deals with the interaction of all aspects of change and acknowledges just how challenging it can actually be in practice. There are clear explanations of the dimensions of change and good, practical advice on how to tackle change.” Martin Broomfield MBA, Limeblue Consulting “I have been drawn back in over the week and discovered new things in the book each time I looked. What I liked most of all was the author’s emphasis on high- lighting the most robust models and frameworks and linking this directly with the application of these tools and techniques to the chosen case studies. Bob Gorzynski, Centre for Strategic Thinking” “This is a powerfully straightforward book because the author has the gift of being able to summarize and show the relevance of quite complex ideas.
The text is convincing in its practical approach. I particularly welcome the chapter which relates personality data to change leadership and change skills, which trainers ought to find of real value. An excellent introductory text of particular value to professionals and middle managers engaged in a process of change. It should help them make sense of how people respond to change and of the leadership challenges involved.” Professor Colin Carnall, Director of Executive Programmes, Warwick Business School, University of Warwick iii CHANGE MANAGEMENT MASTERCLASS A Step by Step Guide to Successful Change Management Mike Green London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused.
No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or any of the authors. First published in Great Britain and the United States in 2007 by Kogan Page Limited Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publi- cation may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road 525 South 4th Street, #241 London N1 9JN Philadelphia PA 19147 United Kingdom USA www.uk © Mike Green, 2007 The right of Mike Green to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN-10 0 7494 4507 6 ISBN-13 978 0 7494 4507 2 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data Green, Mike, 1959– Change management masterclass : a step by step guide to successful change management / Mike Green. Includes bibliographical references and index. Organizational change–Management. Organizational change– Management–Case studies.4'03–dc22 2007001972 Typeset by Saxon Graphics Ltd, Derby Printed and bound in India by Replika Press Pvt Ltd v Contents Acknowledgements vii About the Author ix Introduction 1 PART I 1.
Approaching Change 13 Introduction 14; Metaphors and paradigms 14; Types of change 21; Culture 24; Personality 27; Groupthink 30; Summary 31 2. Orientation 33 Introduction 34; The need for change 34; Change formula 46; Summary 55 PART II 3. Organizational Case Studies 57 Introduction 59; The organizations and their orientations 60; Aster Group 64; The Institute of Public Health in Ireland 78; Biogen Idec 87; The British Council 93; County of Aarhus, Denmark 109; The kitchenware company 119; The primary school 127; The financial services company 136 vi Contents PART III 4. Organization 149 Introduction 150; The change kaleidoscope 150; 7Ss framework 153; Cultural web 156; Tichy’s change levers 157; Project management methodology 159; Different approaches to change 161; Case study analysis 163; Summary 164 5.
Mobilization 167 Introduction 168; Motivation and mobilization 168; The change equation 170; Resistance to the idea of change 172; Stakeholder interests 173; Communication, engagement, mobilization 180; Difference and the cultural dimension 187; Case study analysis 188; Summary 190 6. Implementation 191 Introduction 192; Project management implementation 192; Operationalizing the changes 195; Case study analysis 200; Summary 202 7. Transition 203 Introduction 204; Individual change 205; Teams through change 217; Shadow side of organizations 219; Case study analysis 223; Summary 226 8. Leading Change 227 Introduction 228; Characteristics of leadership 228; The lead- ership task 231; Leadership roles 233; Leadership style 236; Case study analysis 238; Summary 240 9.
Integration 243 Introduction 244; Embedding change 245; Learning 246; The learning organization 247; Case study analysis 249; Summary 253 10. Conclusion 255 Managing change – best practice 255; Lessons from the case studies 257; Conclusion 260 Bibliography and references 261 Index 277 vii Acknowledgements Many people have contributed to this book in many ways. I would first and foremost like to thank the managers from all the organizations who willingly gave of their time to discuss how they managed change. In all cases they were open with what worked and what didn’t.
Interestingly, they all learnt from what didn’t as much as what did! So thank you Jørgen Jørgensen from Aarhus; Richard Kitson, John Heffer and John Spens from Aster; Christoph Boelling and John Watson from Biogen Idec; Leslie Boydell and Jane Wilde from the Institute of Public Health in Ireland; Jane, Barbara, Paul and Wendy from the British Council. Also thank you to Nicky and Nick and the other contributors to the case studies. A special thank you to my colleague Richard Lacey who took the trouble to look at the manuscript and offer some wonderful suggestions. Thanks also to Esther Cameron for her continued support and challenge on all matters relating to change management.
I have received an enormous amount of support from both students and colleagues at Henley Management College and also all those involved with the I&DeA’s Leadership Academy. This book wouldn’t have been possible without the kind forbearance of my partner Jane and her continued encouragement even when it seemed to take over our lives. A special thank you to my daughter Brigit for her wonderful drawings which appear throughout this book. The Myers-Briggs Type Indicator (MBTI®) is a registered trade mark of the Myers-Briggs Type Indicator Trust.
viii This page is left intentionally blank ix About the Author Mike Green has been involved in facilitating change for over 20 years. Working in both the public and private sectors he’s seen what works and what doesn’t when it comes to change and has clear ideas of what approaches have a chance of success and those doomed to failure! In previous lives Mike has been a finance manager, a trade union nego- tiator and a psychotherapist, but now prefers the relative calm of helping others manage change. Mike runs Transitional Space, specializing in individual, team and organi- zational development. He facilitates organizational learning and performance enhancement through a variety of personal, interpersonal and systemic interventions.
Mike is also a Visiting Executive Fellow at Henley Management College, where he tutors in people management, personal development and business transformation. Mike can be contacted via mike@transitionalspace.uk and www.com x This page is left intentionally blank 1 Introduction Orientation Organization Mobilization Introduction Implementation Transition Integration There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. (Niccolo Machiavelli, The Prince, 1532) Out of the earth to rest or range Perpetual in perpetual change, The unknown passing through the strange. (John Masefield, 1878–1967, The Passing Strange) There’s nothing constant in the world, All ebb and flow, and every shape that’s born Bears in its womb the seeds of change.
(Ovid, 43BC–AD17, Metamorphoses) 2 Change Management Masterclass The Edge It doesn’t have to be terrifying. Sometimes it’s simply curling your toes over the end of the high dive, bending your knees and lightly bouncing up and down, as if your wings were fluttering. Or it might be the moment when you’re waiting – dawn-at the border – for the man in the blue uniform to hand back your passport, to say it’s all right to leap from the train to the platform. And after the flying and the splash, after you haul your bag up on your shoulder, it’s safe to say that before long you’ll come to the edge of something and have to leap again.
Maybe it’s someone you didn’t see by the pool, wearing a flowered bathing suit – maybe the love of your life. or maybe it’s a museum with one painting that finally explains everything. And even if death is waiting, you can still love the perfect fit of the doorknob in your hand as you open the door. You can still search for the immortal painting and buy postcards of it to send all over the world.
You can leap and let the water hold you, throwing one hand over the other, hoisting yourself up to dry your body in the sun. Introduction 3 You can lift your rucksack – the road rolling away before you – and walk on joyfully, going forward, forever leaping, loving the high dive as well as the bottom stair, loving the held breath, loving the tired feet. (Richard Jones, ‘The Edge’, from The Blessing: New and Selected Poems. Copyright © 2000 by Richard Jones.
Reprinted with the permission of Copper Canyon Press, www.